b'Crash Cart Management: Automationwithin the Urgent Care Centers and Emergency Enhances EfficiencyDepartment to validate the solution . These champions worked closely with all identified stakeholders The value of checking crash carts extends beyondto create the current workflows for the various compliance with regulatory standards . As a healthcaredepartments and teams involved . A vendor worked organization, having life-saving equipment,with each of these teams to automate their daily crash medications and supplies in order and reviewed dailycart review and inventory management processes . saves lives . Non-compliance with crash cart safetyAutomating these functionalities has allowed the checks can have numerous adverse consequences,nurses to spend more time with their patients, including medication errors, expired or damagedcreating buy-in, and bringing further efficiency to supplies, empty oxygen tanks, tampering withother key departments involved in the crash cart life unsecured carts, and non-functioning critical medicalcycle. Turning these workflows and best practices equipment, to name a few . Resuscitation and cardiacinto policy has helped to hardwire the culture even arrest situations come with high risk and highfurther. Significant time is saved and risk reduced levels of stress which, if they fail due to missing orwith the early notification of specified expiring items. nonfunctioning equipment or expired medications, canThese notifications are built into the workflows and lead to significant adverse consequences on patientare automatically triggered for each department outcomes . Faulty equipment, systems and processesfunction in relation to inventory management . are the most common errors leading to criticalReceiving specific pull, fill or replace alerts has allowed mistakes .multiple departments, including pharmacy, clinical Nicklaus Childrens Health System (NCHS) realizedsupply and nursing, to better manage their teams, the expansive level of resources utilized in the overallenhance the culture of safety, and promote a vision of management of crash carts and decided to try tosustainability .streamline the process and increase patient safetyAfter completing an actual cost analysis of all by using Lean Methodology . Doing so would enabledepartments incorporated into the management of the the organization to eliminate waste while increasing52 crash carts within our institution and the time spent efficiency. After stakeholder analysis was completed,on replacement, we concluded that, prior to deploying an inter-professional team met in to evaluate the crashthe crash cart module, our annual operational cost cart inventory management process . After furtherwas $564,000 . After deploying and operationalizing research, it was recognized that there were no knownthe crash cart module with one year of testing, that fitting resolutions in the marketplace for crash cartcost has been reduced to $107,000, an 81 percentmanagement . One of the key stakeholders from thereduction thatequates to $457,000 in FTE savings Information Technology department then visualized aalone, which allows our staff to focus their time with possible platform that could bring automation to thethe patients and families we serve . inventory management process . As nursing is a critical component to the crash cart management process, nursing champions were identified from each inpatient unit as well as from 36 Nicklaus Childrens Hospital'